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Retailers face growing cybersecurity threats as attack surfaces expand, says IGEL’s John Walsh

By
Mario Toneguzzi
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Image: IGEL
Image: IGEL

Retailers are increasingly in the crosshairs of cybercriminals, and their growing presence on digital and social platforms is a major reason why, says John Walsh, Field Chief Technology Officer – Critical Sectors at IGEL, a Germany-founded company specializing in endpoint security.

In an interview with Retail Insider, Walsh explained that IGEL, initially known for its thin client hardware, evolved by focusing on its operating system, an architecture that supports strong security from the endpoint outward.

John Walsh
John Walsh

“As I understand it, the company was founded in Germany and the original founders started a business that was, for the most part, a thin client,” said Walsh. “It was an operating system, but they also manufactured, the hardware that went with it.”

That operating system turned out to be remarkably resilient. “We have customers we run into who are still operating the platform from 25 years ago,” he added.

Over time, the company saw the value in separating the OS from proprietary hardware. “It became recognized that the value in the platform was really the operating system and to become more agnostic of hardware, so that we could have multiple hardware partners that the operating system would run on,” said Walsh.

The OS itself brought unique security advantages. “It was a read-only immutable Linux operating system… being able to, because it’s read-only, eliminate 70 to 90% of the attack surface right at the endpoint,” Walsh explained. “It had some very unique, also, hardware root of trust features. So it was designed for security.”

This endpoint OS is centrally managed by IGEL’s Unified Management System, allowing enterprise control across edge devices. “It had a second component that is called the Unified Management System,” said Walsh. “This unified management system centrally manages the endpoints, which is a very unique characteristic when you look at some of the competitors.”

Walsh said the system enables customized user experiences while maintaining strict security and control. “We can enforce specifically by downloading through our app portal the things that you need to do your work, the user experience that you have,” he said. “So essentially this created a very lightweight endpoint and very secure endpoint, and one in which you could enforce the user experience.”

Notably, no data resides on the endpoint. “There’s no data on the endpoint,” he emphasized. “The data on the endpoint is coming from your data centre, your cloud, whatever the instantiation is of the architecture.”

IGEL’s open ecosystem now includes more than 120 partners, with another 60 in the pipeline. “So now we can bring any combination of permutation of applications, architectural platforms that you as the end user need to essentially meet your objectives or your requirements,” said Walsh.

When asked about the growing number of cyberattacks targeting retailers, Walsh said motivations vary. “Some of the objectives could be to eliminate availability of the architecture to cost them money,” he said. “At the end of the day, these big attacks are all about how does the person who’s launching the attack benefit, right?”

Image: IGEL
Image: IGEL

“They’re either trying to get personal information, credit card information,” he added. “They’re trying to create a ransomware event that would make the retailer have to pay. They may even go further in terms of creating false transactions to gain access, if you will, to merchandise and things like that they can resell.”

The endpoint is often where such attacks begin. “Typically the endpoint is where the attack begins. So there’s some sort of social engineering or thought processes around how to get to an endpoint so that they can move laterally and vertically within the architecture,” said Walsh.

A major driver of retail vulnerability is the shift to social selling. “Retail systems are beginning to use more and more social media,” said Walsh. “They’re rapidly expanding the attack surface.”

He warned that attackers are leveraging digital storefronts and mimicking brands to lure consumers. “When I get on Facebook and I’m sitting there and I see kind of maybe a deep fake of what looks like Best Buy and as it turns out, it’s not Best Buy. It’s a really good fake.”

He shared a personal experience: “I was provided an offer to get a 30% reduction in my AT&T billings. They knew my phone number, so they obviously had done a lot of the upfront work.” However, red flags eventually revealed the scam. “I began to realize that it was a ploy simply to get personal information.”

Asked whether retailers are prepared to combat these threats, Walsh offered a measured response. “I wouldn’t want to say something that would suggest that they’re not doing their best,” he said. “But I would say that there certainly are things they need to start thinking about more.”

He cited internal friction as a challenge. “There typically tends to be some friction between your CISO (Chief Information Security Officer) … and then you’ve got your CIO (Chief Information Officer),” said Walsh. “There seems to be a lot of friction as we start to look at what the risks are with some of these new attacks versus the risks associated with implementing new capabilities.”

Walsh said the industry is in a state of transition. “We’re beginning to adopt newer ways of doing things and we’re to some degree in a transition period.”

Image: IGEL
Image: IGEL

He concluded with a warning about how artificial intelligence is amplifying the risks. “The launch of AI allows you to take a lot of these things that are in the wild and you can rapidly modify them faster than we can respond to them with the traditional monitoring and detect approach.”

His advice: start with securing the endpoints and embrace Zero Trust principles. “Retail has to start thinking about Zero Trust in order to get to resilient solutions,” said Walsh. “At the most granular level, the access that you’re providing, the request that’s being made is a valid request. You’re only giving it the least privileges that are required.”

That mindset must stretch across the business. “That should be prevalent across the supply chain and across the business and the backhaul all through the organization to eliminate the insider threat and things like that,” he said.

Walsh closed by noting the gap that retail still needs to close. “There are a lot of things that the industry needs to be doing to catch up with the critical industries.”

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Canadian Retail News From Around The Web For August 19, 2025

By
Retail Insider
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Canadian Retail News From Around The Web

News at a Glance

Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.

Starbucks to give salaried employees 2% raise in Canada, U.S. (CTV)

‘No one is safe’: Sleep Country’s Vancouver co-founder documents fight against crack addiction in memoir (Vancouver Sun)

Readers line up around the block for grand opening of Vancouver’s first romance bookstore (CTV)

The Beer Store closing 12 more stores in Ontario, including 3 in the GTA (CP24)

FreshCo opens 51st store in western Canada (Grocery Business)

From The Well to Yorkdale: Here are the latest store openings and upcoming launches in Toronto (Toronto.com)

Vancouver pop-up highlights local creators ages 6-14 (Vancouver Sun)

Whole Foods Toronto stores are already seeing bonkers lineups for closing sales (BlogTO)

Staples Canada Launches EASY Bus for Back-to-School

By
Craig Patterson
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Staples EASY Bus. Image: Staples Canada

Staples Canada is taking its back-to-school campaign on the road this August with the launch of the Back to School Made EASY Bus. The travelling experience showcases interactive technology demonstrations, curated learning supplies, and expert advice designed to help families navigate the modern classroom.

The initiative begins at Toronto’s Hospital for Sick Children (SickKids), where Staples will donate classroom supplies through the hospital’s Sponsor a Family program. Families identified by social workers as being in need will receive items to support learning both at home and in hospital. Patient ambassadors and their families will also explore the EASY Bus, gaining hands-on experience with educational tools as they prepare for a new school year.

This donation aligns with the 20th annual Staples School Supply Drive, which has raised more than $17 million in partnership with United Way Centraide and the Kiwanis Foundation of Canada. Over two decades, the program has provided thousands of students across the country with essentials to start the school year with confidence.

“Donations like this bring meaningful support to patients and families as they prepare for the school year,” said Iris Garcia, a registered social worker at The Hospital for Sick Children. “We appreciate Staples’ commitment to making a difference.”

Hands-On Technology and School Essentials

Visitors to the Staples EASY Bus will encounter an array of educational innovations. Demonstrations include noise-cancelling headphones, AI-driven learning tools, and the chance to test products at an interactive pen-to-paper bar. Staples associates will also be on hand to provide expert guidance, reinforcing the company’s role as a destination for back-to-school readiness.

Guests can also take part in the Tech Trade-in by Allstate program, exchanging older electronics for Staples gift cards valued up to $500. The program helps families save on upgrades while reducing electronic waste, reflecting a growing emphasis on affordability and sustainability. Each visitor will also receive a coupon for in-store shopping, adding value to the overall experience.

“Back to school looks different today, and we’re bringing that experience directly to families with the Back to School Made EASY Bus,” said Brian McDougall, Interim CEO and Chief Retail Officer, Staples Canada. “From hands-on demos to expert advice and the latest in educational tech, the EASY Bus is designed to help families feel confident and prepared for the modern classroom.”

Greater Toronto Area Tour

The EASY Bus will travel across the Greater Toronto Area throughout late August. The schedule includes:

  • Thursday, August 21, at King Street West and Spadina Avenue, Toronto
  • Friday, August 22, at Scarborough Town Centre
  • Saturday, August 23, at Toronto Nautical Harbour Centre
  • Sunday, August 24, at Toronto Premium Outlets in Halton Hills

Each stop will run from 11 a.m. to 7 p.m., offering parents and students convenient access to the experience.

Staples’ Wider Back-to-School Solutions

The EASY Bus complements Staples Canada’s broader back-to-school programs. In-store technology experts, trained by Microsoft, Google, Samsung, and Apple, help families navigate an ever-growing array of devices. Staples curates solutions by features and capabilities, enabling parents to find what best suits their children’s needs.

Alongside technology support, Staples has committed to keeping classroom basics affordable. Essential supplies are priced from 25 cents, with weekly promotions and price matching available throughout the season. Educators receive added discounts, while the School Tools program provides bundled supplies with special savings for parents.

Shopping flexibility is also a focus, with options ranging from same-day delivery through DoorDash and Instacart to buy-online-pick-up-in-store services. Whether browsing grade-specific tools online or visiting one of Staples’ 298 locations nationwide, families can expect a consistent emphasis on convenience and value.

Supporting Canadian Communities

Headquartered in Richmond Hill, Ontario, Staples Canada positions itself as The Working and Learning Company. Its network includes retail stores, the Staples.ca e-commerce platform, Staples Print and shipping services, and Staples Studio co-working spaces. Through fundraising efforts such as Even the Odds, the company also invests in addressing health inequities across Canadian communities.

By combining community engagement with practical retail solutions, Staples Canada aims to make back-to-school a seamless experience for families nationwide. The EASY Bus highlights this strategy, bringing products, expertise, and charitable giving together under one mobile platform.

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The Beer Store announces more store closures

By
Mario Toneguzzi
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Photo courtesy of The Beer Store

The Beer Store (TBS) said Monday it is making the difficult decision to close 12 retail stores effective end of business day October 19.

The Beer Store will close the following retail stores:

  • Bridgenorth – 882 Ward St., Bridgenorth, ON, K0L 1H0
  • Eganville – 8647 Hwy. #60, Eganville, ON, K0J 1T0
  • Forest – 89 Main St. S., Forest, ON, N0N 1J0
  • Grand Bend – 21 Ontario St. N., Grand Bend, ON, N0M 1T0
  • Harrow – 398 King St. W., PO Box 249, Harrow, ON, N0R 1G0
  • Little Current – 53 Meredith St. E., PO Box 210, Little Current, ON, P0P 1K0
  • Markdale – 33 Argyle St., Markdale, ON, N0C 1H0
  • Noëlville – 142 David St. N., Noëlville, ON, P0M 2N0
  • North York – 3078 Don Mills Rd., North York, ON, M2J 3C1
  • Sauble Beach – 704 Main St., Sauble Beach, ON, N0H 1P0
  • Toronto – 900A Don Mills Rd., Unit #100, Toronto, ON, M3C 1V6
  • Toronto – 800 Gerrard St. E., Toronto, ON, M4M 1Y7
Ozzie Ahmed
Ozzie Ahmed

“Where we sell beer and collect empties in Ontario is changing. The Beer Store is modernizing to meet the changing marketplace and unfortunately this means making the hard decision to close retail locations. We know this is difficult news for customers and employees,” said Ozzie Ahmed, Vice President Retail, TBS.

“As The Beer Store modernizes, our locations will continue to provide friendly customer service and a deposit return system that gets consumers their money back.

“The Beer Store recognizes the contributions our employees make to the business and in the communities where we operate. All efforts will be made to support employees through this process in alignment with commitments and agreements.”

The Beer Store is encouraging customers to continue returning more than the 1.6 billion alcohol containers it processes annually to one of its local TBS locations or an empty return dealer located close by. The following alcohol containers purchased in Ontario can be returned to collect a deposit back: beer, wine and spirits bottles, aluminum cans, plastic bottles, tetra packs and kegs.

“All grocery stores that sell alcohol will be required to accept the return of empties and refund customer deposits starting January 1, 2026. This is part of consumer retail alcohol modernization, found in the Early Implementation Agreement and provincial regulations,” it said.

To help ensure that customers can still purchase beer and return empties conveniently, TBS is encouraging customers to use one of the following resources:

Owned by Ontario-based brewers and named one of Canada’s Greenest Employers 2025, the Beer Store is the largest beer retailer in Ontario. Its logistics division has 26 points of distribution strategically located across the province to meet the needs of customers. The Beer Store distributed 2.92 million hectoliters of beer to over 13,000 customers in 2024. In 2024, The Beer Store added over 5,300 new customers to its distribution network. The Beer Store employs 6,500 people.

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Joseph Tassoni Builds a Global Canadian Fashion Brand

By
Craig Patterson
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Joseph Tassoni. Photo: Charlene Arianna

Canadian fashion designer Joseph Tassoni has become a prominent advocate for sustainability, quality craftsmanship, and inclusivity in an increasingly fast-paced industry. Since launching his namesake brand in 2017, Tassoni has worked tirelessly to position Canadian-made fashion as a force on the global stage. His philosophy is rooted in creating garments that combine elegance with functionality while preserving the integrity of local manufacturing.

“Everything we do starts with a commitment to quality, fit, and design,” says Tassoni from his Burlington, Ontario atelier. “Our customers invest in pieces that last a lifetime, support Canadian workers, and reflect their individuality.”

From Montreal Roots to Fashion Industry Experience

Born in Montreal and educated at Toronto Metropolitan University, Tassoni entered the fashion industry at a young age. His early career included roles at Pink Tartan, Joe Fresh, and other major Canadian labels, where he gained comprehensive experience across design, pattern-making, and brand management.

“I started working as a teenager,” he recalls. “I handled roles from junior pattern maker to brand manager because I wanted to understand every position. Knowing the value of everyone’s time makes you a better leader.”

After years in corporate fashion, Tassoni launched a successful consultancy, supporting Canadian and U.S. labels with design and brand development. This diverse experience provided the foundation for his own brand, which debuted during Toronto Women’s Fashion Week in 2017 to critical acclaim.

Tassoni’s early collections established outerwear as a defining symbol of Canadian identity.  His runway presentations have expanded to showcase a full spectrum of product categories, celebrating inclusivity and sustainability while now pioneering the integration of AI into fashion.

The Ethos: Luxury with Purpose

Tassoni’s brand philosophy centres on community-driven luxury. His collections reflect an inclusive design approach, ensuring that pieces suit diverse identities without being restricted by traditional gender norms. Each garment is engineered for versatility, often featuring reversible elements, detachable components, and multiple styling options.

“For me, functionality is everything,” explains Tassoni. “Clients should feel empowered to reinvent their look without compromising quality. If someone loves a piece, I want them to wear it in different ways—maybe a suit that doubles as separates or a veil that transforms into a scarf.”

This practical creativity extends to materials. Tassoni prioritizes sustainable, locally sourced fabrics, allowing clients to make purchases that align with environmental values while supporting Canadian manufacturing.

At age 5 1/2, Joseph Tassoni cut up curtains in his parent’s house to create a dress for his sister — he says his family has been very supportive from the beginning. Image: Tassoni Family.

Canadian Craftsmanship at the Core

Unlike many upscale brands that rely on overseas production, Tassoni insists on creating everything in Canada. His flagship atelier at 390 Pearl Street in downtown Burlington doubles as a boutique and production facility, giving clients a rare behind-the-scenes look at the fashion process.

“When customers visit, they see the cutting tables, the sewing machines, and the craftsmanship in action,” he says. “It’s part gallery, part showroom, and it reminds people why Made in Canada matters.”

The space opened in late 2019 and now operates by appointment only, allowing for highly personalized service. 

“People think that by appointment means you need to spend a certain amount, but that’s not the case,” Tassoni clarifies. “Often, if you add up what you spend on fast fashion, it equals or exceeds the cost of an investment piece made to last.”

Balancing Style and Functionality

Tassoni’s approach challenges the disposable nature of fast fashion. His garments, particularly outerwear, are designed for Canadian weather while maintaining elegance. “Too many coats on the market are expensive but lack substance,” he says. “They look good, but they’re not water or wind resistant. My goal is to combine beauty with performance.”

His collections often feature technical elements such as innovative closures, adjustable lengths, and lightweight packable fabrics. This emphasis on adaptability ensures that clients can maximize the value of their wardrobe while reducing overconsumption.

Community and Mentorship

Beyond design, Tassoni is deeply invested in community engagement and mentorship. He collaborates with local businesses, participates in philanthropic initiatives, and supports emerging talent through partnerships with institutions like Toronto Metropolitan University and George Brown College.

“I want to show the next generation what’s possible,” he says. “Respecting their time and encouraging creativity is crucial. I’ve had interns travel great distances to work here because they know they’ll be challenged and inspired.”

His commitment to mentorship contrasts with his own early experiences in the industry, which sometimes lacked meaningful learning opportunities. “When I was 16, I spent a summer organizing buttons,” Tassoni laughs. “Now, I ensure students see the full scope of what fashion can be.”

Resilience and Adaptability in Challenging Times

Operating a Canadian-made brand is not without challenges. Economic fluctuations, rising costs, and global tariffs have impacted many businesses, but Tassoni’s local production strategy insulated him from supply chain disruptions during the pandemic.

“Being based in Canada and sourcing locally gave us stability,” he explains. During COVID-19, Tassoni repurposed his atelier to produce personal protective equipment, donating proceeds to local healthcare facilities—a gesture that earned him both the Inspire Award from the City of Burlington and the Queen’s Platinum Jubilee Community Hero Award.

A Vision for Global Growth

Looking ahead, Tassoni’s ambitions are clear: he plans to expand across North America and into international markets, focusing on regions with strong trade agreements with Canada. “I want to build long-term relationships with retailers that value craftsmanship,” he says. “It’s about finding partners who share our commitment to quality and sustainability.”

While wholesale and e-commerce are integral to this strategy, Tassoni emphasizes the enduring importance of physical retail. “Bricks and mortar creates human connection,” he notes. “Our Burlington atelier proves that clients crave that personal experience.”

One long-term goal is to establish a presence in Toronto’s Yorkville neighbourhood, Canada’s luxury retail epicentre. “The timing has to be right,” Tassoni says. “My name is on every garment. This isn’t a seasonal project, it’s my life’s work.”

The Heart of Canadian Fashion

For Joseph Tassoni, fashion is more than clothing; it’s an ecosystem of creativity, community, and sustainability. His mission is to show that Canadian-made luxury can compete on a global scale without sacrificing ethics or quality.

“When clients choose us, they’re investing in more than a garment,” he says. “They’re supporting Canadian jobs, sustainability, and a vision for what fashion should be—timeless, inclusive, and deeply connected to the people who create it.”

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Jollibee and Global Girl Group KATSEYE partner to create joyful new connections with North American fans

By
Mario Toneguzzi
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Photo: KATSEYE website
Photo: KATSEYE website

 Jollibee, the global restaurant brand, has announced a new partnership with the internationally-acclaimed girl group, KATSEYE.

This landmark collaboration unites the restaurant brand’s rich heritage of bringing families and communities together through delicious food with the dynamic girl group’s vibrant energy and rapidly growing global fanbase of EYEKONS, said the brand.

“This collaboration is a natural fit, rooted in Jollibee and KATSEYE’s shared ability to spark joy among their global fanbases. Jollibee, with its unique flavors, universally loved offerings like its crispy, juicy Jolly Crispy Chicken, and welcoming service, has cultivated a loyal following across generations and cultures. Its journey from a humble ice cream parlor in the Philippines to a global QSR powerhouse mirrors the aspirational rise of KATSEYE, a group known for its youthful pop sound, diverse talent, and dedication to connecting with devoted fans worldwide,” it said.

“Both Jollibee and KATSEYE are currently taking the world by storm. Recently named the “best fast food fried chicken” by USA TODAY for the second year in a row, Jollibee is always looking for ways to bring joy to its community through next-level food and more. Having just sold out their Beautiful Chaos tour, KATSEYE continues to raise the bar, delivering hit after hit. With each brand at the top of its game, this collaboration is a moment fans won’t want to miss.”

PHOTO: JOLLIBEE

Complex, the media brand known for its sharp pulse on pop culture, will exclusively house the three custom Jollibee x KATSEYE items, which are designed to capture the upbeat and stylish nature of this perfectly fitting partnership. Quantities are extremely limited, so fans are encouraged to act quickly, as items are likely to sell out.

  • Shared Dream Tank Top: With its cosmic flair and clean lines, this tank captures the bold energy of EYEKONS chasing big dreams across galaxies, with a Jollibee twist.
  • Double Drop Denim Tote: Sturdy, stylish, and made to carry happiness, this two-sided denim tote flips between subtle flex and full fan mode.
Luis Velasco
Luis Velasco

“Jollibee always strives to bring people together through the universal language of delicious food and shared moments of joy,” said Luis Velasco, Senior Vice President and Marketing Head at Jollibee North America.

“This is precisely why partnering with KATSEYE, a group that deeply resonates with a diverse, global audience and embodies such positive energy, is a perfect match for our beloved brand. Their passion and vibrant spirit align seamlessly with our distinctive heritage of fostering community and happiness. We’re incredibly excited to join forces with such a talented group of women and create unforgettable experiences for our fans.”

Following the August 15 merch drop, Jollibee and KATSEYE will continue to surprise fans with exclusive, “joy-filled experiences that blend bold flavor and fierce style. From crave-worthy bites to limited-edition collectibles, the partnership is just getting started—so keep your eyes (and taste buds) ready.” More announcements to come.

“We could not be happier to partner with Jollibee, a brand that we’ve been truly obsessed with for a long, long time,” stated KATSEYE. “This collaboration feels incredibly authentic to us, and it’s all about good vibes, bold flavor, and making memories with our EYEKONS. We can’t wait to share this journey with both our fans and Jollibee’s – it’s going to be beautifully chaotic.”

Jollibee is the flagship brand of the Jollibee Group, which is on a mission to become one of the top five restaurant companies in the world.

KATSEYE – comprising Daniela (Cuban/Venezuelan-American, from Atlanta, GA), Lara (Indian, from New York, NY), Manon (Ghanaian-Italian, from Zurich, Switzerland), Megan (Chinese-American, from Honolulu, HI), Sophia (Manila, Philippines), and Yoonchae (Seoul, South Korea) – has quickly risen to international prominence with their captivating performances, unique sound, and dedicated fanbase. A powerhouse of diverse talent, KATSEYE embodies the spirit of modern pop, inspiring millions with their music and message. To learn more, subscribe to updates at katseye.world or follow them at @katseyeworld on Instagram, TikTok, YouTube, and X.

Jollibee Foods Corporation is the one of the world’s fastest-growing restaurant companies. It manages and operates a portfolio which includes 19 brands with over 10,000 stores and cafés across 33 countries.

The Jollibee Group’s portfolio includes nine wholly owned brands (Jollibee, Chowking, Greenwich, Red Ribbon, Mang Inasal, Yonghe King, Hong Zhuang Yuan, Smashburger and Tim Ho Wan), five franchised brands (Burger King, Panda Express, Yoshinoya, Common Man Coffee Roasters, and Tiong Bahru Bakery in the Philippines), and ownership stakes in other key brands like The Coffee Bean and Tea Leaf (80%), Compose Coffee (70%), SuperFoods Group that operates Highlands Coffee (60%), and bubble tea brand Milksha (51%). The Company also has membership interests in Tortazo, LLC, along with Chef Rick Bayless, for Tortazo in the U.S. and has recently invested in Botrista, a leader in beverage technology.

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FYihealth group celebrates major milestone: 5 million orders processed at Delta Lab

By
Mario Toneguzzi
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FYihealth group. Delta, BC. 5 Million Orders Milestone. August 2025. (CNW Group/FYihealth group)

FYihealth group, recognized as one of Canada’s Best Managed Companies from 2020-2025, and one of Canada’s Top Growing Companies for three years in a row, recently reached a significant milestone: the company’s state-of-the-art Delta Laboratory completed over 5 million patient eyewear orders.

As the central hub for eyewear production across FYihealth group’s network — including FYidoctors, Visique, BonLook, and solis optics clinics and stores, totalling over 370 locations — the Delta Lab combines leading-edge technology with expert craftsmanship to deliver high-quality, custom prescription lenses and frames to patients across Canada. From its proprietary premium exactFit® lenses that are crafted with edge-to-edge clarity for sharper and more natural vision, to lenses made to manage Myopia, a growing vision epidemic that impacts about 30% of children aged 11-13, the Delta Lab has provided millions of Canadians with eyewear solutions that ehance their lives, explained the company.

Nancy Morison
Nancy Morison

“This milestone is a reflection of the exceptional work and commitment of our Delta Lab team,” said Nancy Morison, VP of Delta Ophthalmic Laboratories. “From the very first order to our five-millionth, their dedication to precision, innovation, and patient care is unmatched.”

The Delta Lab, located in British Columbia, has long been recognized as one of the most advanced optical laboratories in Canada. In 2022, the Delta Lab made a series of changes to reduce its environmental impact with lens production including changing over its flourescent lights to LED, saving 45% in engergy usage, and using 50% less water to produce its lenses while simultaneously recycling 95% of the water that is used. With a focus on continuous improvement, minimizing it’s environmental footprint and investment in technology, the lab ensures every order meets the highest standards of quality while helping patients see their world more clearly, said FYihealth.

Dr. Alan Ulsifer
Dr. Alan Ulsifer

“This isn’t just about numbers,” said Dr. Alan Ulsifer, CEO & Chair of FYihealth group, “It’s about the lives improved through better vision and the people behind every pair of glasses. We’re proud of what we’ve accomplished and excited for what’s next.”

FYihealth group is Canada’s leading diversified healthcare organization comprised of FYidoctors, Visique, BonLook, and solis optics. Doctor-led, professionally managed, and patient-focused, the organization concentrates on delivering eye care with patient-centric products and services. Recognized as one of Canada’s Best Managed Companies from 2020-2025, the organization operates over 370 locations across the country.

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Lab-Grown Butter Sparks Debate on Future of Food

By
Sylvain Charlebois
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Image: Savor

Producing butter without cows, pastures, or even crops—using only carbon and hydrogen synthesized in a laboratory—sounds like science fiction. Yet, in the era of climate urgency and resource constraints, it’s increasingly being framed as the next frontier in food innovation. A new generation of philanthropists and investors is betting on disruptive technologies to reimagine how we produce food.

One such player is Savor, a Chicago-based company backed in part by billionaire Bill Gates. The firm claims it has developed a product indistinguishable in taste and texture from traditional butter. Unlike margarine—made from plant-based oils such as soybean or canola—this “butter” is created entirely without animals or crops. Its fat molecules are reconstructed in a lab from carbon dioxide captured from the air and hydrogen extracted from water, processed through heating and oxidation. The result mimics the molecular structure of fats found in beef, cheese, or vegetable oils—without a single acre of farmland.

From an environmental standpoint, the footprint could be dramatically smaller. Commercially, Savor is targeting a market launch within 12 to 18 months but has yet to reveal pricing. It’s reasonable to expect a premium positioning, perhaps in the organic butter range. On nutritional value, however, the company remains silent.

Molecular agriculture—sometimes called synthetic or cellular food production—has gained significant traction in recent years. Meat, coffee, cocoa, seafood—virtually every category is being replicated. These innovations are often marketed as climate saviours. But the variables that truly shape consumer decisions—labelling, price, taste, and nutritional value—are often treated as secondary considerations.

Occasionally, the race for novelty veers into the absurd. In 2023, a UK company announced it could make ice cream from recycled plastic. Yes—plastic. One has to wonder how far we’re willing to go in the name of saving the planet.

Food science also has a history of unintended consequences. Consider trans fats: once hailed for improving texture and shelf life, they were ultimately banned due to their impact on public health.

And here lies the economic and cultural tension: food is not merely a matter of calories produced with minimal resources. It is an expression of culture, heritage, and pride—rooted in centuries-old traditions. According to the Food Sentiment Index published by our lab earlier this year, just 9% of consumers identify the environment as their primary purchase driver.

Cellular and molecular agriculture research certainly has its place, but it must be guided by the right motivations. Projects that attempt to “play God” or adopt eco-authoritarian narratives risk alienating the very consumers they aim to serve. Any credible pathway for these technologies must incorporate the cultural, economic, and sensory dimensions of eating. After all, we don’t just eat to reduce carbon footprints—we eat to support our farmers, our food businesses, and the communities they sustain.

The future of food will not be defined solely by lab breakthroughs or carbon math. Success will hinge on taste, transparency, affordability, and respect for culinary traditions. In the end, not all of us aspire to eat like Greta Thunberg.

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30 Minute Hit expands with focus on community and strategic growth

By
Mario Toneguzzi
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Photo: 30 Minute Hit
Photo: 30 Minute Hit

Founded in 2004 in North Vancouver, 30 Minute Hit has grown from a single women-only fitness studio into an international franchise with about 90 locations – an expansion rooted in organic growth and a strong sense of community.

“We opened the first location in North Vancouver,” said Deanna Loychuk, co-founder of 30 Minute Hit. “Two years later, one of our clients loved it and opened a location. Then one of her members wanted to open a location, and so on. Locations kept opening like that.”

Deanna Loychuk
Deanna Loychuk

Initially structured through licensing agreements, the model quickly evolved.

“At the time, we were starting them as licensing agreements. Then our legal team said, ‘You know, I think you’ve got something here – you should really look at the franchise model.’ That’s when we began franchising,” explained Loychuk. 

The company sold its first franchise in 2006. 

Loychuk credits much of the brand’s Canadian growth to a grassroots, member-driven model.

“In Canada, we don’t have the big broker systems or networks like in the U.S., so you grow very organically,” she said. “Members in B.C. would move to Alberta, want to take it with them, and open one there. Then others would see that and open more. That’s how we grew to Montreal – we now have 16 locations in Quebec. That’s how we got into Halifax, Nova Scotia.”

The approach shifts significantly south of the border.

“In the U.S., it’s a different market. We’re more strategic there, using broker networks to reach more people. So it’s a different ball game.”

When asked about Canada’s broader franchise environment, Loychuk was candid: “Canada just doesn’t have that same franchise network base.”

As a long-time member of the Canadian Franchise Association (CFA), Loychuk acknowledged the organization’s value, especially during challenging times.

“Honestly, we were members of the IFA (International Franchise Association) in the U.S. before joining the CFA (Canadian Franchise Association). We saw the CFA at an IFA conference one year and they asked, ‘When are you joining CFA?’” she recalled. “The CFA has been good for helping us connect with other franchisors.”

Photo: 30 Minute Hit
Photo: 30 Minute Hit

She praised their support during the pandemic. “Through COVID, they were amazing. They gave updates and were our lifeline, working closely with government officials across Canada. That helped a lot because during COVID we were busy trying to figure out how to reopen in Texas, Seattle, Ohio – all with different rules and regulations. It was a lot of work.”

The pandemic proved to be the toughest test of all.

“Going through COVID was really tough. The fitness industry is still feeling the aftermath. Running a business pre-COVID versus post-COVID is completely different,” she said. “What they built pre-COVID was amazing. Then they had to shut down for a year or two, depending on the province or state, and start again from scratch. That was mentally draining.”

Still, there was strength in unity. “Even within the fitness industry, there were perks. We all came together and supported one another because we believed there was enough room for everyone to be successful. And there is. But that hard work, the shift in mentality, it impacted a lot of people.”

At the heart of 30 Minute Hit is a brand with a clear identity.

“One thing that really sets us apart is that we’re women-only. We offer an incredible, effective workout in just half an hour. And our model is very community-based,” said Loychuk. “Our trainers and owners know the members by name and often, their life stories too. That connection is a huge part of what brings women back to fitness.”

Even as home workouts and digital fitness surged, Loychuk believes the value of community can’t be replaced. “A lot of people bought Pelotons or started walking more, but they still wanted community. Through our training, we ensure our owners and trainers build those connections. I think our world needs more of that right now.”

Photo: 30 Minute Hit
Photo: 30 Minute Hit

Looking ahead, she sees a resurgence in fitness.

“I believe the fitness industry will boom again in the next five years. People are realizing that health is wealth. If you don’t have your health, you have nothing,” she said. “We know sitting all day at desks or in front of screens isn’t healthy. People want to move more, but also want fitness with a community aspect. That’s what we offer.”

30 Minute Hit is also expanding globally.

“We opened in Dubai last October. The women there love it. We’re looking to expand further in the Middle East, and of course, the U.S. is still our biggest market.”

For Loychuk and 30 Minute Hit, the path ahead remains firmly rooted in connection and empowerment, one 30-minute session at a time.

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The Time Thief Has Many Faces – Intuit Op-Ed

By
Mario Toneguzzi
-
Photo: Antoni Shkraba Studio
Photo: Antoni Shkraba Studio

By Ciarán Quilty, Senior Vice-President for International at Intuit

Ask any small and mid-sized business owner what they’re short on, and they’ll probably say time. But more than the hours that are missing, it’s focus, clarity, and space to think. What’s stealing that bandwidth isn’t always obvious: an invoice you forgot to chase, a system that doesn’t sync, another tool demanding your attention.

Time is rarely lost to a single catastrophic blocker but a thousand invisible cuts. Less death by one decision and more by constant distraction.

Ciarán Quilty
Ciarán Quilty

The average SMB today operates with more digital tools than ever before. One of our own recent studies found that some will use eight or more tools. These aren’t only high-growth startups but also include solo founders, family firms, side hustlers scaling into storefronts.

Yet more tools haven’t meant more time. In fact, the opposite. When systems don’t talk to each other, the business owner becomes the middleware, chasing files, correcting errors, switching tabs. It becomes harder to notice the time tax until you try to gain focus. Even as 62% of Canadian small businesses now use AI – up from 51% just months ago – many still find themselves doing manual, low-leverage tasks that automation could have solved. And that’s the real problem we’re trying to solve with automation, both speed and focus.

What problem are we really solving?

Fragmentation both steals time and blocks progress. If data is scattered across platforms, AI can’t help you. If customer records don’t sync, your team spends its day fixing workflows instead of building relationships.

On the flip side of the tech transformation is a reality that many SMBs still don’t use basic digital tools. That’s not because they’re lazy or slow, but because what’s on offer is often too complex, too disconnected, or too enterprise-focused to serve them. For example, only 30 per cent of Canadian businesses use HR or payroll software, and just 31 per cent use email marketing or cloud platforms – highlighting how enterprise-grade solutions often don’t scale down.

There’s been a lot of noise about AI doing your work. But the most valuable thing AI might do is help you stop doing the things that don’t matter.

Photo: Fox
Photo: Fox

When we talk about automation, we should be honest: this isn’t about replacing people but clearing the underbrush. The repetitive, low-leverage tasks that keep business leaders from doing what only they can do.

AI becomes relevant less because it’s shiny and new, but because it helps you recover your attention. One example we’ve seen in practice: an AI agent notices a customer has been late paying six times in a row. Before you even hit send on the invoice, it flags this and suggests adding a late payment fee, a small change that increases your odds of getting paid on time by up to 10x. The cash comes in quicker. Your mental load drops. That’s intelligence in service of the real problem of getting paid faster. And it’s not just about faster cash flow. Canadian businesses using AI reported they are 16 times more likely to report increased revenue and nearly three times more likely to say their workdays are shorter.

The ROI from AI is a secondary question

Here’s the uncomfortable truth: the biggest barrier to AI isn’t cost but chaos. If your data isn’t in one place, structured, connected, and accurate, AI has nothing to work with.

This is not a structural problem. The Intuit QuickBooks Small Business Index shows that many SMBs are incredibly resilient but deeply vulnerable to complexity. They create the majority of jobs yet remain the least equipped to benefit from the AI transformation unless we fix the basics.

We need action that supports better policies, simpler digital adoption, and clearer pathways to automation. Especially when 55 per cent of Canadian small businesses say digital tools improved efficiency and saved time, and 37 per cent say they reduced errors – benefits too valuable to be left on the table due to complexity. But the principle applies far beyond any one initiative: if we want SMBs to thrive, we must stop assuming they’re ready to adopt tools built for enterprises.

AI is not the strategy but a lever. The question I often hear is “what’s the ROI on AI?” The better question is what do I care about, and how can technology help me spend more time on that? Do I care about getting paid faster? Retaining more customers? Spending less time reconciling payments? Then let’s focus on automation there.

Photo: Mikhail Nilov
Photo: Mikhail Nilov

Don’t fall in love with the tech. Fall in love with the problem. This is why the next wave of SMB innovation will come from simplifying the technology stack, connecting the dots, and making the right decisions easier to take. Getting back to purpose and prosperity.

We talk about entrepreneurship like it’s a heroic solo journey. In reality, it’s often one person doing five jobs, across ten apps, with twelve hours that should have been eight.

The opportunity here is less technical and more emotional. Imagine logging in and seeing your most urgent tasks already handled. Your insights surfaced for you. Your next move, clearer. That’s a quiet revolution already underway and it’s built on a single principle: Business owners should spend more time being owners, and less time being operators.

In our quest to counter the time thief, let’s stop asking ‘how do we use more AI?’ and instead, ‘how do we help more business owners get back to their purpose?’

Ciarán Quilty, Senior Vice-President for International at Intuit Bio

Ciarán is a technology and business leader with over 25 years’ experience in software, consulting and digital. Following global roles at Meta and Accenture, Ciarán now serves as Senior Vice President at Intuit running the company’s international business. His journey, from software engineer to commercial leader, has been anchored to one goal – empowering small and medium-sized businesses worldwide to thrive through technology. Ciarán is bringing this goal to life at Intuit through the power of AI and development of a platform that small and medium-sized businesses can rely on every day to run and grow their business, driving their revenue and profitability.

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